Artykuły w czasopismach: „Organisational development”

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Saha, Nibedita. "Organisational agility and KM strategy: Are they effective tools for achieving sustainable organisational excellence?" New Trends and Issues Proceedings on Humanities and Social Sciences 4, nr 10 (12.01.2018): 110–17. http://dx.doi.org/10.18844/prosoc.v4i10.3084.

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This paper deliberates the influence of organisational agility (OA) on knowledge management (KM), which enables organisations to survive and achieve their competitive advantage through developing and integrating the KM strategy and sustainable knowledge transfer capability. Currently, the conception of agility has become widespread in organisational performance and in the knowledge development process. How organisations define an agile knowledge development process, how we know that an organisation’s KM strategy is agile and how we can assume that an organisation can achieve and sustain their excellence through OA and KM strategy are the questions addressed in this paper. It presents the concept of OA of KM and provides an approach for the significance of this agility, with a knowledge development approach that appraises the agility as an amalgamation function. It combines the competence of individual and organisational presentation and other complementary aspects. Keywords: Competencies, competitive advantage, efficiency, effectiveness, knowledge management, organisational agility, strategy, organisational performance.

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A. D., Pearce, i Pons D. J. "Defining Lean Change—Framing Lean Implementation in Organizational Development". International Journal of Business and Management 12, nr 4 (26.03.2017): 10. http://dx.doi.org/10.5539/ijbm.v12n4p10.

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Problem – When lean is adopted in traditional organisations it requires a widespread organisational change and many businesses fail to sustain lean practices. Purpose – The purpose of this work was to define lean implementation based on the organisational development (OD) body of knowledge. Approach – The literature in lean and organisational change was reviewed and amalgamated to develop a novel conceptual framework. Findings – Lean implementation begins with a planned changed that is episodic. However, the ultimate goal is to develop a learning organisation where change is continuous and emergent from all levels. Respect for people, everyone in the organisations contribution, is considered key to successful implementation of lean. Implications– Practitioners should not focus on isolated improvements, but foster change from within for a permeable transformation to become a lean learning organisation. Originality - This paper provides new insights into lean implementation and its transformative effect on the organisation. A novel conceptual model is presented that frames lean transformation within the organisational development literature.

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Nwanzu, Chiyem Lucky, i Sunday Samson Babalola. "Predictive Relationship between Sustainable Organisational Practices and Organisational Effectiveness: The Mediating role of Organisational Identification and Organisation-Based Self-Esteem". Sustainability 11, nr 12 (22.06.2019): 3440. http://dx.doi.org/10.3390/su11123440.

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This study ascertains the predictive relationship that sustainable organisational practices have with organisational effectiveness and the mediating role of organisational identification and organisation-based self-esteem in this relationship. One-hundred and forty-five participants (62 males and 83 females) were sampled from 31 privately-owned organisations in Delta State, Nigeria. Regression analysis revealed that sustainable organisational practices positively and significantly predict organisational effectiveness, β = 0.42, p < 0.001, and that organisational identification and organisation-based self-esteem mediate the relationship. It was recommended that privately-owned organisations intensively implement sustainable organisational practices for organisational effectiveness, organisational identification and organisation-based self-esteem.

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Farkas, Johanna, János Sallai i Ernő Krauzer. "The Organisational Culture of the Police Force". Internal Security 12, nr 1 (22.07.2020): 77–84. http://dx.doi.org/10.5604/01.3001.0014.3189.

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The concept of ’organisational culture’ can be described based on numerous approaches nowadays. This underlines the fact that it is a significant issue within work and organisational psychology. However, the growing scope of organisational culture and subculture types shows not only its significance, but also the appearance of its explanations in a wide spectrum. The extensive research of organisational culture is related to the trend that there is a growing interest of organisational development and human resource professionals in a deeper understanding of human behaviour in organisational settings, and the factors influencing it. Organisational culture includes communication with clients (in the case of police, citizens) and the relating approach system. The organisational culture cannot be considered basically “good” or “bad”. There are external and internal metrics and requirements that reflect the state of a given organisation: they indicate the quality and quantity of value creation, the organisation’s acceptance in its environment as well as its necessity in the society. The organisational culture is optimal if it serves the organisation’s tasks, objectives, the fulfillment of its duties, an the maintenance of its expedience, as well as if it is supportive, creative and facilitating. In an optimal organisational culture, the interests are enforced between the groups and people in the organisation in a peaceful way, their work is effective and successful, all conditions are ensured, the staff is satisfied, and the organisation’s output is accepted, recognised and required in its external environment. These organisations are acknowledged by the citizens and operate in accordance with their environments.

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Clifton, Louise, i Paul Gentle. "The genie in the learning organisation? The experience of using multi-level action learning at the Leadership Foundation". International Journal of Public Leadership 11, nr 2 (11.05.2015): 66–76. http://dx.doi.org/10.1108/ijpl-01-2015-0004.

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Purpose – The purpose of this paper is to examine the working practices and outcomes of an action research project in a specialist organisation engaged in the field of leadership development. The intention of the project was to enable the company involved to become a stronger learning organisation at a time when it was developing a future strategy. Design/methodology/approach – The paper uses a case study approach to describe and analyse a three-stage process involving the use of a focus group, organisational climate survey and voluntary action learning sets. Interviews with participants are analysed thematically in order to assess the impact of the action research project on the organisation’s culture. Findings – Participation by the majority of the Leadership Foundation’s staff in action learning and related opportunities for feedback within the organisation helped move its culture towards wider participation in strategy development and a whole organisation approach to working. Other organisations wishing to build collaborative working cultures can learn from the implications of the project, particularly those concerning the need to attend to the intended outcomes of action learning and the role of skilled, critical facilitators in action learning processes. Originality/value – The paper is innovative in that it explores practitioner-led action research work in a setting of leadership and organisational development. It will interest leaders and managers who seek to build learning organisations, as well as organisational developers with an interest in enhancing the impact of action learning.

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ARAVOPOULOU, Eleni. "ORGANISATIONAL CHANGE: A CONCEPTUAL AND THEORETICAL REVIEW". Nowoczesne Systemy Zarządzania 10, nr 1 (18.12.2015): 19–32. http://dx.doi.org/10.37055/nsz/129349.

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The organisational change is a phenomenon which has gained attention from theoretists and practioners alike. The paper analyzes the notion of change, oragnizational change and types of change. The paper is of theoretical nature. Several authors have perceived organisational change as a “response” to an organisation’s internal and/or external environment. The paper investigates different perspectives of emergent change basing on Kanter et al., (1992) Kotter (1996) and Luecke (2003). The author highlights that these three models have some common features: a development of vision and leadership. On the other hand Strobel (2015) refutes the argument that there is “one best way” that can be applied in all situations and organisations, when managing change, and promotes the idea of “one best way” for each situation and organisation individually. Moreover the drivers and types of organizational change are presented. Several forces driving organisational change have been identified and they basically involve factors with regards to both the internal and external environment of an organisation.

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Soobramoney, Jerelene, i Ophillia Ledimo. "Exploring corporate social responsibility and organisational commitment within a retail organisation". Risk Governance and Control: Financial Markets and Institutions 6, nr 4 (2016): 132–40. http://dx.doi.org/10.22495/rcgv6i4c1art3.

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Organisations have difficulty retaining employees who have the necessary talent, skills and knowledge to give the company a competitive edge in a global market, thus emphasising the need for organisational commitment. The objective of the study was to explore the relationship between corporate social responsibility and organisational commitment within a South African retail organisation. Corporate social responsibility has a positive influence on consumer behaviour and can contribute to corporate success because CSR activities enhance an organisation’s image. Research has indicated that corporate social responsibility is related to an employee’s commitment. The Corporate Social Responsibility Scale and the Organisational Commitment Scale were administered to a non-probability sample of 171 employees from a population of 268 employees in the human resources department of a retail company. Person’s correlation analysis was used to determine the relationship between corporate social responsibility and organisational commitment. This study provided insight into the corporate social responsibility of the organisation. Managers and practitioners in the human resources may use these findings for the development of corporate social responsibility policies and practices in order to build employee commitment.

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OWENS, JONATHAN. "AN EVALUATION OF ORGANISATIONAL GROUNDWORK AND LEARNING OBJECTIVES FOR NEW PRODUCT DEVELOPMENT". Journal of Enterprising Culture 12, nr 04 (grudzień 2004): 303–25. http://dx.doi.org/10.1142/s0218495804000166.

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This paper discusses New Product Development (NPD) Process and the perception required for effective NPD Learning (NPDL). A model of learning for NPD organisations is presented and the necessity to assess progression towards learning objectives at the individual, job and organisation level is shown. Three aspects of organisational groundwork are identified and discussed. These include developing the NPD process, implementing the NPD strategy and allocating resources for NPD and NPDL. Ten sets of learning objectives are identified and discussed. These are organisational analysis, barrier demolition, team working, flexible problem solving, use of advanced support tools, facilitating communication, maintaining communication, decision making, assessment of the NPD process and NPDL, and NPD risk analysis. It is proposed that adopting both an organisational needs analysis and individual needs analyses can support the development of NPD organisations. These analyses will identify the groundwork that should be undertaken by the organisation and the initial learning objectives for the individuals. The progression of NPD through the NPD process can then be assessed and implemented sufficiently.

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Moreira, Ana, Francisco Cesário, Maria José Chambel i Filipa Castanheira. "Competences development and turnover intentions: the serial mediation effect of perceived internal employability and affective commitment". European Journal of Management Studies 25, nr 1 (20.11.2020): 5–22. http://dx.doi.org/10.1108/ejms-10-2020-001.

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Purpose This study aims to explore the serial mediation effect of perceived internal employability and affective commitment in the relationship between the organisational practices of competences development and turnover intentions. Design/methodology/approach The methodology was quantitative and is based on a survey with a sample of 313 participants, all of whom were employed in several organisations located in Portugal. Findings A significant and negative effect of organisational practices of competences development, perceived internal employability and affective commitment on turnover intentions was verified. A total serial mediation effect was also found from perceived internal employability and affective commitment in the relationship between organisational practices of competences development (i.e., training, individualised support and functional rotation) and turnover intentions. Practical implications These practices should be developed by leaders of organisations in order that employees feel that the organisation is investing in their development, which can lead to an increase in their emotional attachment towards the organisation and consequently increase their desire to stay in the organisation. Originality/value This study makes two important contributions. First, it confirms the existence of a significant and negative relationship between perceived internal employability and turnover intentions. Second, it proves the existence of a total serial mediation effect of perceived internal employability and affective commitment in the relationship between organisational practices of competences development and turnover intentions.

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Akhtar, Sohail, Mohd Anuar Arshad, Arshad Mahmood i Adeel Ahmed. "Spiritual quotient towards organizational sustainability: the Islamic perspective". World Journal of Entrepreneurship, Management and Sustainable Development 13, nr 2 (8.05.2017): 163–70. http://dx.doi.org/10.1108/wjemsd-01-2017-0002.

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Purpose The purpose of this paper is to explore the impact of spiritual quotient (SQ) on the organisational sustainability from the Islamic perspective. Till date, many organisations around the world are facing environmental, social and economic issues affecting their organisational sustainability. Design/methodology/approach The present paper is conceptual paper based on literature review on employee’s behavioural issues and role of SQ for organisational sustainability. Findings This present paper argues that SQ must be considered as the important factor for employee development in the organisation. It develops spiritual awareness among employees which enhances their productivity within the organisation. Furthermore, SQ is necessary means of identifying and harnessing deeper inner resources with the capacity to care for the well-being of the organisation and advance its development. Research limitations/implications The paper suggests SQ and its multi-dimensions with the implication for future research in organisational sustainability. Originality/value The paper discusses the development of the concept of SQ from the Islamic perspective.

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David Rees, W., i Christine Porter. "The development of diagnostic skills by management coaching". International Coaching Psychology Review 8, nr 2 (wrzesień 2013): 80–88. http://dx.doi.org/10.53841/bpsicpr.2013.8.2.80.

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In this paper the authors consider how psychological coaching can help those with managerial responsibility develop crucial managerial diagnostic skills. The paper refers to three organisational models that coaching psychologists could find helpful as they seek to help managers accurately diagnose the causes of organisational problems. These organisational models can be labelled as follows: (1) Systems approach; (2) Unitary and Pluralist Perspectives; and (3) Role Behaviours versus Personality Behaviours.The paper also explains how lack of effective diagnosis can lead those with managerial responsibilities to get involved in a range of activities better left to others. Given that organisations operate as systems (Millett, 1998) faulty diagnosis can arise because of a lack of understanding that problems which emerge in one function of an organisation may be caused by actions in other parts of an organisation. Managers need to anticipate the ‘knock-on’ effect that their decisions can have on other areas of organisational activity. Further causes of defective diagnosis explored include a failure of managers to distinguish between role and personality behaviour and the adoption by managers of a unitary as opposed to a pluralist frame of reference, leading to an inability to recognise conflicts of interest and deal with these in a constructive way. Practical advice is given on the development by coaching psychologists of managers’ diagnostic skills related to these models with reference to case studies.

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Koeck, C. "Time for organisational development in healthcare organisations". BMJ 317, nr 7168 (7.11.1998): 1267–68. http://dx.doi.org/10.1136/bmj.317.7168.1267.

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Hirt, Christian, Renate Ortlieb, Julian Winterheller, Almina Bešić i Josef Scheff. "Developing international talents: how organisational and individual perspectives interact". European Journal of Training and Development 41, nr 7 (7.08.2017): 610–27. http://dx.doi.org/10.1108/ejtd-12-2016-0091.

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Purpose Focusing on an international trainee- and internship programme, this paper aims to propose a new framework that links organisational strategies regarding ethnic diversity with career competencies of the programme participants. Design/methodology/approach The paper adopts a case study design. It examines the interplay of the perspectives of the organisation, which is an Austrian bank, and of the programme participants, who are university graduates from South-Eastern Europe. It draws on the typology of diversity strategies by Ortlieb and Sieben (2013) and the categorisation of individual career competencies by DeFillippi and Arthur (1994). Findings The bank benefits from the programme participants’ competencies with regard to South-Eastern Europe and increased legitimacy gained from the public. Programme participants acquire many knowing-how, knowing-why and knowing-whom competencies, especially if the bank pursues a so-called learning strategy towards ethnic diversity. On the other hand, individual knowing-how competency supports an organisation’s antidiscrimination strategy, whereas knowing-why and knowing-whom competencies benefit the organisational learning strategy. Research limitations/implications Although the paper builds on a single case study and the ability to generalise is limited, the findings imply that future human resource development concepts should jointly consider the perspectives of both organisations and individuals. Practical implications Owing to their high strategic relevance, organisations should look into the competencies of skilled migrants and evaluate the critical resources they offer. Both organisational learning and an organisation’s strategic development are key concerns. The proposed framework helps to effectively design trainee- and internship programmes and simultaneously anticipate organisational and individual consequences thereof at an early stage. Originality/value The proposed framework concerning the interplay between organisational and individual perspectives as well as the regional focus on South-Eastern Europe present novelties.

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Lancaster, Sue, i Lee Di Milia. "Organisational support for employee learning". European Journal of Training and Development 38, nr 7 (29.07.2014): 642–57. http://dx.doi.org/10.1108/ejtd-08-2013-0084.

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Purpose – This paper aims to describe the forms of organisational support that employees perceived as helpful to support their learning. This study aims to explore how organisational support is distinct from other kinds of learning support. Design/methodology/approach – This is a qualitative exploratory study utilising a cross-sectional design. Interviews were conducted in a large multi-site Australian organisation with 24 graduates from four leadership development programmes. Findings – The results from this study extend the literature relating to work environment as an important factor in supporting employee learning. We differentiate between the types of support that employees perceived the organisation provided from other types of learning support. The results suggest that for organisations to positively impact employees’ learning, they should pay attention to three key factors: provide high-quality relevant development programmes; ensure that course content is aligned with the organisations strategy and the employees work; and ensure senior management commitment throughout all aspects of the employee development process. Originality/value – This study gives voice to employees’ perceptions of how organisations can support their learning. It also provides rich data that extends the literature through a qualitative study in a field dominated by quantitative studies.

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Yadav, Bhagwan Dutta, Hugh R. Bigsby i Ian MacDonald. "Elitism: normative ethics of local organisation in community-based natural resources management". International Journal of Organizational Analysis 24, nr 5 (7.11.2016): 932–55. http://dx.doi.org/10.1108/ijoa-06-2015-0873.

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Purpose Local organisations have been established on participatory approach whose central purpose is to establish development activities bringing about positive change as four pillars of developments: to establish decentralised robust local organisation for sustainable forest management to enhance livelihood of rural people, to meet the forest products basic needs of local people, targeted interventions for poverty alleviation and social mobilisation initiatives and biodiversity conservation climate change mitigation and adaptation. Design/methodology/approach Local organisational elites designed/conceptualised the concept, where it can be operated organisationally and in local organisational context that provides new ways and methods to develop conceptual framework (Table I), which sheds light on involvement of poor and underprivileged members in decision-making process and distribution of benefit on equity basis. Findings The findings will lead to a positive change through the organisational elite model through both reorganising organisations and restructuring of power with change in the society and reduce the impact of rational choices, vested interests of elites (leaders of local organisation) and political factors, which are otherwise playing a game or tragedy of commons. Research limitations/implications Because of the limited resources and time, the authors are unable to verify it on the other development line agencies such as drinking water scheme, livestock, health and cooperative. Practical implications It considerably appears that the impacts are very sound to conclude from the review of above models of elites that provide a very clear understanding and useful conceiving lens to formulate how participation occurs in the executive committee of the community forestry user groups (CFUG) and community-based organisations based on three key elements. First are the caste and the caste structure of the community. Second is the wealth status of the individual, and third is power created both from wealth and caste. This should be determined from the local organisational elite model (Table I) about the nature of interactions on the executive of the CFUGs and other vehicles of local community-based development organisations. Social implications Local organisations will provide an opportunity in reality to both elites and non-elites to considerably change, make aware and create a realistic situation to determine the dialectical opportunity to develop relationship, interaction and configuration between elite and non-elite members both outside and inside of the local organisations. Originality/value It has not been found in literatures yet such sort of concept developed in development field particularly in the development activities performed by participation of local users. Hence, it is certainly original conceptual framework.

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Gohil, Udityasinh, Patricia Carrillo, Kirti Ruikar i Chimay Anumba. "Development of a Business Process Model for a Project-Based Service Organisation". International Journal of Knowledge-Based Organizations 3, nr 1 (styczeń 2013): 37–56. http://dx.doi.org/10.4018/ijkbo.2013010103.

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Core operations of many small service organisations involved in collaboration are largely on a project (i.e. operational) basis. However, every organisation has operational, organisational and strategic processes that are equally important. The objective of this paper is to establish a business process model for such a project-based service organisation (PBSO) where stakeholders are involved in operational as well as management (organisational and strategic) processes, to create a sustainable collaboration. The focus of the paper was a PBSO and hence a case study of a PBSO firm lead to the development of a new process model that further takes advantage of involving collaborators in all or most of the processes of an organisation. IDEF0 was the preferred process modelling technique for the development of the business process model.

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Gibbs, Robyn. "Positive relationships in community youth development organisations: A reflection on changing organisational relationships in Girl Guides Australia". Queensland Review 24, nr 1 (czerwiec 2017): 34–41. http://dx.doi.org/10.1017/qre.2017.6.

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AbstractWhen relationships within a community organisation are productive, staff are more likely to be happy, to understand and to be effective in their role. In youth-focused organisations delivering volunteer-led youth programs, a productive organisational relationship is essential to ensure effective recruitment, development and retention of staff, and the delivery of quality programs. This article provides a unique examination of the organisational relationships within Girl Guides Australia, between the volunteers who govern the organisation and those who deliver the youth program. The results of an extensive Australia-wide review of the adult volunteer training program are discussed, and changes to the ways in which relationships are fostered and understood in the organisation are outlined. The review has led to new understandings that modern volunteering requires changes to the ways in which organisational relationships are managed and supported, with a move away from compulsory ongoing training to a focus on volunteers as lifelong learners. Above all, this article shows how productive organisational relationships are when underpinned by founding relationships on openness and honesty, supporting relationships using learning and development, and building relationships using a quality people-management framework.

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Urbancová, Hana, i Lucie Vnoucková. "Application of talent and knowledge management in the Czech and Slovak Republics: First empirical approaches". Ekonomski anali 60, nr 205 (2015): 105–37. http://dx.doi.org/10.2298/eka1505105u.

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This paper endeavours to extend existing theories on talent and knowledge management by applying theoretical concepts on real management of organisations. The examination of different definitions of talent management and knowledge management is crucial for capturing their practical impact on central human resource development practices such as education, training, and development. The main aim of the paper is to identify key factors that describe the main approaches to talent management (TM) and ensuring knowledge continuity (EKC), based on analysis of current approaches of organisations in the Czech and Slovak Republics. The results reveal three possible approaches to employees and organisational development. The first type of organisation develops employees within their own organisational rules, the second type of organisation does not support development of employees in any way, and the third type of organisation does not affect employees? development but the employees develop themselves - these can be characterized as ?knowledge employees?. The paper identifies the practical benefits for organisations resulting from talent management and ensuring knowledge continuity. Knowledge continuity and its development guarantee that knowledge is retained within an organisation. Knowledge needs to be transferred to relevant successors who can participate in a talent management programme.

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Goosen, C. J., T. J. De Coning i E. V. D. M. Smit. "The development of a factor based instrument to measure corporate entrepreneurship: A South African perspective". South African Journal of Business Management 33, nr 3 (30.09.2002): 39–51. http://dx.doi.org/10.4102/sajbm.v33i3.704.

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This article outlines a conceptual model of corporate entrepreneurship in which management’s influence on an organisation is highlighted. The model is intended to depict the organisational elements that relate to South African industrial organisations. Corporate entrepreneurship or intrapreneurship is represented by a set of three ‘key factors’. Two key factors were taken from the well researched ENTRESCALE (Knight, 1997) and focus externally. The other key factor focuses internally and represents management’s influence on structures and processes, and relations.The model encompasses product lines and changes, research and development leadership, new techniques employed in the organisation, the organisation’s competitive posture and its risk-taking propensity, its environmental boldness and the decision-making style of management in terms of external opportunities. The model also addresses internal structures and processes, as well as relations. It emphasises intrapreneurial goal setting, and promotes the use of a system that facilitates and manages creativity and innovation. It addresses an intracapital system to supply resources and it facilitates communication. The model allows for staff input to management, a degree of intrapreneurial freedom, a problem-solving culture and empowered staff. Finally, it provides for the championing of intrapreneurship by management.The model is tested in context. There is significant negative correlation between intrapreneurship and organisational age, but not between the intrapreneurship and organisation size. The intrapreneurship factors furthermore correlate significantly with the measure of share price volatility, β (Beta).

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Malik, Sohail Jehangir, Hina Nazli i Kashif Abrar. "Solving Organisational Problems with Intranet Technology". Pakistan Development Review 38, nr 4II (1.12.1999): 1021–36. http://dx.doi.org/10.30541/v38i4iipp.1021-1036.

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Information serves as an essential intermediate input in decision-making for any business process. It is an essential requirement not only for effective and efficient management but also for medium and long term planning. In this era of technological advancement the rapid growth of information flow has contributed significantly in the expansion of business, commercial, industrial, financial, educational and research organisations. Electronic communication provides the ability to overcome many organisational problems. In recent years, an easy and inexpensive access to information through the Internet and e-mail has created an atmosphere of strong competition among organisations. In this competitive environment, the organisations need an efficient, productive and competent internal set-up based on a well-informed workforce. In the absence of effective co-ordination, the expansion of an organisation may result in inter-group conflicts, unhealthy bureaucratic activities, and various complexities in decision-making [Telleen (1996)]. This applies even more to organisations in developing countries such as Pakistan that are in need of efficient ways to improve governance and enhance institutional reforms.

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Limpanitgul, Thanawut, Pattana Boonchoo, Somboon Kulviseachana i Supawadee Photiyarach. "The relationship between empowerment and the three-component model of organisational commitment: an empirical study of Thai employees working in Thai and American airlines". International Journal of Culture, Tourism and Hospitality Research 11, nr 2 (5.06.2017): 227–42. http://dx.doi.org/10.1108/ijcthr-07-2015-0069.

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Purpose The purpose of this paper is to empirically examine the moderating role of organisational culture on the relationship between empowerment and the three dimensions of organisational commitment amongst flight attendants working in a collectivist organisation and an individualist organisation. Design/methodology/approach Data were collected from a sample of 439 Thai cabin service attendants from two major flag-carrier airlines (one based in Thailand and the other based in the USA) using self-administered questionnaires. Structural equation modelling was utilised to examine the hypotheses. Findings Overall, the findings revealed associations between empowerment and organisational commitment in both sample groups. Nonetheless, the extent and direction to which empowerment influenced the different dimensions of organisational commitment differed significantly. Research limitations/implications Cross-sectional study of Thai employees may limit generalisability of the findings to other contexts. Practical implications In use of empowerment for developing employee commitment to organisation, practitioners should take organisational culture into consideration. As such, relationship is weakened or strengthened based on whether the organisation is more individualist- or collectivist-oriented in its organisational culture. In an individualistic context, organisations can foster affective commitment through empowerment more easily than in a collectivist context. On the contrary, in a collectivist organisational context, it is easier to build normative commitment among employees through empowerment than to do it in an individualist context. Originality value Provide empirical evidence in regards to the role of organisational culture in conditioning the relationship between empowerment and organisational commitment in a non-Western context.

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Štrukelj, Tjaša, Jelena Nikolić, Dejana Zlatanović i Simona Sternad Zabukovšek. "A Strategic Model for Sustainable Business Policy Development". Sustainability 12, nr 2 (10.01.2020): 526. http://dx.doi.org/10.3390/su12020526.

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Growing importance of sustainable development, corporate social responsibility and business ethics requires various types of contemporary organisations innovation. This research assesses the problem related to business policy innovation (BPI), which represents organisational governance determination. The main purpose of the paper is to qualitatively and quantitatively present a new, requisitely holistic strategic model of the soft factors influencing BPI, which interdependently incorporates changes in organisational values, culture and business ethics, as well as stakeholders’ interests reconciliation, thus determine soft possibilities for more sustainable business policy, management and practice. While the relevance of these factors for business policy is in the literature widely recognized, there is a small amount of empirical research on their influence on BPI. To mitigate this research gap, advanced structural equation modelling (SEM) based partial least squares (PLS) method was used for analysing data of 734 organisations in Slovenia, the EU state. The research results show that researched soft factors organisational values, culture and stakeholders’ interests reconciliation statistically confirmed influence BPI. Thus, these recognitions can be used as the basis for strategic managerial decision making towards social responsibility and sustainability of an organisation. Reasons why it has not been statistically confirmed that business ethics influence BPI needs to be investigated in future research.

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Ledimo, Ophillia. "Development and validation of an organizational justice measurement instrument for a South African context". Risk Governance and Control: Financial Markets and Institutions 5, nr 1 (2015): 28–38. http://dx.doi.org/10.22495/rgcv5i1art3.

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Measuring organisational justice in a South African context is a concern as the concept is multi-dimensional and there is no comprehensive definition; therefore, an integrative and well-developed measure of organisational justice can advance the measurement and analysis of this concept. This study investigates the development and validity of an organisational justice measuring instrument (OJMI), and determines the relationships between the different dimensions of the concept organisational justice. Data was gathered from 289 participants, employed in a public service organisation. To analyse the data the descriptive and inferential statistics used are Cronbach alpha coefficient, means, the explanatory factor analysis (EFA) and the confirmatory factor analysis (CFA). It was found that the model fitted the data well and the measurement of each dimension, namely strategic direction; distributive, procedural, interactional, informational, diversity management; customer relations; service delivery innovation as well as ethical leadership and management justice were confirmed to be statistically significant and positive. These results indicate that OJMI is a reliable and valid measure that organisations need in order to measure perceptions of fairness, and to monitor trends of fair practices. The validated measuring instrument for organisational justice and the conducted analysis of the interrelationships between the different dimensions of the concept will enable organisations to initiate proactive and reactive interventions to facilitate justice and fair practices.

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Adebayo, Olufunke P., Rowland E. Worlu, Chinonye L. Moses i Olaleke O. Ogunnaike. "An Integrated Organisational Culture for Sustainable Environmental Performance in the Nigerian Context". Sustainability 12, nr 20 (10.10.2020): 8323. http://dx.doi.org/10.3390/su12208323.

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To remain competitive within the present inherent business environment, there is a demand for organisations to embrace an integrated culture-behaviour for performance that enables them to adopt a critical engine for a more sustainable working environment. Organisational culture, which is a reflection of predominant valued beliefs, is expected to influence a sustainable environmental performance. Evidence abounds of several organisational activities with adverse impacts on humans and the environment. The study examines an organisation’s processes that can be incorporated as a culture to ensure a more sustainable working environment. This paper proposes the use of six organisational culture practices (core value, reporting system, task performance, clarity of roles, careful deliberations, and distinctive identity) to find out organisation values, as well as individual preferences in enhancing an immediate sustainable environment. The study selected 480 employees of Fast-Moving Consumer Goods (FMCGs) firms who are active in their organisational work processes; 358 responded, and as such, was deemed as a valid research sample. The empirical analysis was carried out using a variance-based Structural Equation Modelling with partial least squares for the path-modelling (PLS-SEM), both for the Algorithm Model, and the Bootstrapping Model with β and p-values obtained from the findings. The findings provide empirical evidence that there is a significant level of influence of organisational culture on environmental performance. However, among the organisational practices, task performance has the least influence on environmental performance. This implies that organisations should invest more in the dimensions of organisational culture with higher performance-importance, while adequate attention should be given to variables with the least influence on the target construct of environmental performance.

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Mr. N. Sundarapandiyan, Mr. N. Sundarapandiyan i Dr S. Babu. "Talent Management practices with reference to Talent Retention in India". International Journal For Research In Business, Management And Accounting (ISSN: 2455-6114) 2, nr 4 (30.09.2017): 31–37. http://dx.doi.org/10.53555/bma.v2i4.1703.

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An organisational strategic plan defines an organisational direction and leads to an effective talent management planning. Planning of talents for the future of an organisation is not a onetime activity; it is a systematic continuous process. Talent Management includes Talent Attraction and Sourcing, Talent Development, Talent Retention and Succession Planning of an organisation. Organisational assessment brings out the gap between where the organisation is now and where it is expected to be in the future. This involves analysing the organisation’s strength, weakness, opportunity and threat and prioritising the corporate vision, mission and values. Based on this, there is a requirement to put in plan and map the talent requirements of today and finding future stars is the responsibility of corporate leaders in transforming the organisation’s success. This paper focuses on the Talent Management issues faced by corporates today and analysis of various possible practices to overcome the challenges for their organisational strategic transformation. This paper also suggests incorporating Talent Management in higher education courses to coach and develop and enhance the potential graduate’s competencies to meet the future organizational needs.

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Wiley, Jack, i Francis Lake. "Inspire, Respect, Reward: re-framing leadership assessment and development". Strategic HR Review 13, nr 6 (7.10.2014): 221–26. http://dx.doi.org/10.1108/shr-06-2014-0039.

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Purpose – The purpose of this paper is to describe how a major financial services organisation used the results of an independent research project to alter its approach to leadership assessment and development. Design/methodology/approach – The research project involved collecting employee opinion data from roughly equal samples of employees from 22 countries worldwide (total n = 47, 236). Subsequent linkage research analyses involved employee opinions being correlated with measures of customer satisfaction and financial performance for up to 187 organisations worldwide. Findings – Findings revealed that what employees most want from the top leaders of their organisations is to be inspired, respected and rewarded. Organisations whose leadership teams scored higher on measures of inspiring, respecting and rewarding employees also achieved higher employee engagement, customer satisfaction and financial performance. Practical implications – These findings spurred the development of a new direction for leadership development and assessment for Lloyds Banking Group, a major financial services organisation based in the United Kingdom. Originality/value – This research answers a fundamental question from a sample of employees from 22 countries worldwide: what do employees most want from the top leaders of their organisations? Using performance data from up to 187 organisations worldwide this research also demonstrates that organisations whose top leaders provide employees with what they most want achieve superior organisational performance. Knowing this allows organisations to review and revise a wide variety of talent management approaches, including leadership assessment, development and reward systems. It also informs the design of employee survey instruments to ensure coverage of topics with known links to organisational success.

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Sachdev, Anil, i Arjya Chakravarty. "Real-Time Strategic Change: Flashback to Whole Systems Change and Relating to Organisation Development Sponsors in India". NHRD Network Journal 13, nr 3 (lipiec 2020): 370–82. http://dx.doi.org/10.1177/2631454120953036.

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This article intends to introduce and explore the process and execution of change in complex dynamic organisation systems. Transformations are purposeful system-wide journey of organisational change. The emphasis is on the interaction between system elements more than on the analysis of each component. ‘Whole System transformation’ is involved in creating renewed organisations from within itself by enabling or allowing the system to transform itself. Real-time strategic change is presented as a framework in this context of evolutionary open systems. This article explores organisational change in a richer and more insightful way. The large-scale interaction process (LSIP) is illustrated and explained and its relationship to transformation and change in organisations is explored in a procedural view of this change paradigm. The authors outline the theoretical aspects of organisational change processes in Kathie Dannemiller’s whole systems thinking intellectual heritage. The article draws from experiences in many organisations that have benefited from this approach over the last 25 years with capability built among hundreds of facilitators to carry this approach forward.

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Urbancová, Hana. "Results of analysis of organisational culture in organisations in the Czech Republic and Slovak Republic". Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 60, nr 7 (2012): 433–40. http://dx.doi.org/10.11118/actaun201260070433.

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The article deals with issues concerning organisational culture and its maintenance in existing conditions in organisations in the Czech Republic. The importance of the topic lies in the fact that organisational culture is a reflection of human dispositions in work activities and strengthens one’s attitude to work and regulates relationships between employees and the management of the organisation. The aim of the article is to identify the importance of organisational culture and to determine the process of its development and its maintaining in organisations in the Czech Republic. Data has been obtained through a questionnaire survey carried out in organisations in the Czech Republic and evaluated using the tools of descriptive statistics. Primary data was evaluated using the tools of descriptive statistics and also the methods of comparison, induction, deduction and synthesis were applied. The results have been compared with the outcomes of a similar survey which took place in the Slovak Republic. At present, the theme of development and maintenance of a suitable organisational culture for the purpose of ensuring the required level of organisations’ performance and gaining a competitive advantage is highly relevant and significant in terms of its possible application in both scientific and practical activities.

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Vale, José, Rafaela Miranda, Graça Azevedo i Maria C. Tavares. "The Impact of Sustainable Intellectual Capital on Sustainable Performance: A Case Study". Sustainability 14, nr 8 (7.04.2022): 4382. http://dx.doi.org/10.3390/su14084382.

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Intellectual capital (IC) has become one of the most valuable resources of an organisation. Along with the increasing concerns for sustainable practices, a new concept has emerged: Sustainable IC (SIC). However, research on SIC is scarce, especially when addressing its relationship with sustainable organisational performance. Through a case study conducted on a small- and medium-size industrial orthopaedic footwear organisation, we aimed to assess how an organisation’s internal stakeholders perceive the concepts of SIC, sustainability, and sustainable performance and to comprehend better the effect of SIC on the economic, social, and environmental dimensions of sustainable organisational performance. Evidence suggests that the stakeholders were not familiar with the SIC concept and overemphasised the environmental dimension when referring to both sustainability and sustainable performance concepts. Furthermore, it was found that the organisation’s sustainable performance was affected by all its SIC components (human, structural, and relational). This study contributes to the development of two different but complementing areas of research: IC and sustainability. It also provides important managerial implications for industrial organisations concerned with their performance. Finally, generalisation for other situations should only be conducted in a theoretical fashion.

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Armstrong, Lesley E. "Organisational Career Development Programs and Practices". Australian Journal of Career Development 1, nr 1 (listopad 1992): 29–33. http://dx.doi.org/10.1177/103841629200100109.

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Employee career development programs are identified as a recently emerging human resource management process in Australia. A body of career theory predominantly from the United States informs the field but research indicates a gap between theory, organisational rhetoric and practice. An overview of career development practices in selected Australian organisations points to the recency of such programs. The research identifies a number of key factors related to successful program implementation and reveals the significant diversity of career planning and career management activities being undertaken across a wide spectrum of organisations. This article focuses on the history of organisational career development programs and investigates the current state of practice in selected Australian organisations. The range of activities that can be categorised as career planning and career management initiatives is described, and factors related to successful program implementation are suggested. People involved in planning and managing careers in organisations should clarify their expectations of career development practices and recognise the benefits for both individuals and organisations in the context of increasing economic uncertainty and continuing social change.

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Fontannaz, S., i H. Oosthuizen. "The development of a conceptual framework to guide sustainable organisational performance". South African Journal of Business Management 38, nr 4 (31.12.2007): 9–19. http://dx.doi.org/10.4102/sajbm.v38i4.590.

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The emergence of the networked economy implies that traditional management approaches no longer suffice in addressing the challenge of complexity. This is compounded by the existence of divergent approaches to determining organisational performance in both management practice and academia, resulting in an execution gap occurring between strategy formulation and results.This article contributes to an understanding of organisational performance by integrating the divergent approaches to determining organisational performance into the Performance ‘ESP’ framework. This provides a conceptual framework to guide organisational development. The research to validate the framework includes a grounded theory approach, comprising a meta-analytical study of existing research, in-depth qualitative interviews and the pilot testing of the Performance ESP Index, which provides a composite measure of the multi-faceted stakeholder view of organisational performance.The research concludes that organisational performance resides in an organisation’s ability to integrate the divergent approaches, to create an execution culture with the necessary dynamic capabilities for sustainable organisational performance in addressing the challenge of complexity. There needs to be diversity in executive abilities at board level to ensure the integration of strategy and people to create the execution culture. Furthermore, leadership should focus on the strategic fusion of strategy and people, whilst management should focus on developing the strategic paradigm throughout the organisation to ensure an execution culture.The Performance ESP framework provides a diagnostic tool to assess the existence of an execution culture to address the challenge of complexity. The purpose of the assessment tool is to complement the financial metrics of profitability, to ensure a balance between short term profitability and growth for sustainable organisational performance.Further research is required to confirm the reliability of the Performance ESP index as the initial pilot study, whilst indicative of the potential of the instrument, did not provide conclusive evidence of reliability.

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Pearce, Antony, i Dirk Pons. "Implementing Lean Practices: Managing the Transformation Risks". Journal of Industrial Engineering 2013 (18.12.2013): 1–19. http://dx.doi.org/10.1155/2013/790291.

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Insightful implementation of lean is necessary for high-value manufacturing and is complementary to strategic decision making regarding manufacture. However lean can be difficult to implement in specific organisations. One of the difficulties is deciding which of the many lean tools to apply and when to apply them. A complicating factor is change management. Lean implementation is a transformational process and needs to support organisational development alongside process improvement. We develop a method based on risk management to identify which lean tools are most appropriate for a specific organisational setting. This permits the situational and contingency variables to be accommodated in the lean transformation. The method is demonstrated by application to a small manufacturing organisation with a high-variety low-volume business model. Thus it is possible, given contextual knowledge of the organisation, to predict which lean methods are most important in the situation. This enables the prioritisation of organisational effort towards lean methods that are relevant to the organisation at that particular time in its development.

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Ganie-Rochman, Meuthia, i Rochman Achwan. "Civic Organisations and Governance Reform in Indonesian Cities". Asian Journal of Social Science 37, nr 5 (2009): 799–820. http://dx.doi.org/10.1163/156848409x12474536440663.

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AbstractMuch has been written about Indonesia's decentralisation since the fall of Soeharto. Scholars have developed different perspectives and provided useful analyses on 'right governance', but they seem to have largely neglected the organisational problems of civic organisations engaged in governance reform. By employing the concepts of legitimacy, organisational field and networks familiar in the sociology of organisation, this paper explores ways in which they develop and transform their organisations and networks, creating political issues and, mobilising the public. Three cities — Padang, Bandung, and Yogyakarta — were chosen as the study locations for the conspicuous and even prominent engagement of civic organisations in the struggle for reform of public governance. A qualitative method was used to collect data from various actors who are directly and indirectly engaged in contesting and cooperating with organisational actors in this area. This paper shows that the principles of independency and freedom within civic organisations have developed rapidly at the expense of organisational accountability. Such development has hampered the transformation of civic organisations into more influential social actors.

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Twum-Darko, Michael, i Tiko Iyamu. "Politicking information technology strategy in organisations: A case study of a selected organisation in South Africa". Journal of Governance and Regulation 4, nr 3 (2015): 107–14. http://dx.doi.org/10.22495/jgr_v4_i3_c1_p2.

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The paper discusses the impact of organisational polities on IT strategy formulation and implementation in an organisation. The objective is to determine the extent of organisational polities on strategy implementation in an organisation. The paper considered the interplay between stakeholders in influencing IT strategy formulation and implementation in an organisation as a socially constructed phenomenon. Thus, the phenomenon can be interpreted and understood by using social theories such Structuration Theory. Hence the paper adopted ANT as a lens through which to understand and interpret the sociotechnical processes associated with IT strategy formulation and implementation in an organisation. Through IT strategy, many organisations attempt to set out key directions and objectives for the use and management of information, communication and technologies. A shared view among these organisations is that IT strategy allows all parts of the organisation to gain a shared understanding of priorities, goals and objectives for both current and future states as defined in the organisational strategy. It is therefore arguable that IT strategy, for the foreseeable future will remain a key aspect of development within organisations. As a result, there has been more focus on how IT strategy is formulated and articulated. What is missing though, is less attention to the implementation of it. Using interpretive research philosophy and employing semi-structured interviews as data collection instrument, this paper attempts to suggest a matrix that will assist organisation to comprehend and deal with organisational politics to reduce its negative impact on IT strategy formulation and implementation in an organisation.

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Healy, Margaret, Peter Cleary i Eimear Walsh. "Innovativeness and accounting practices: an empirical investigation". Qualitative Research in Accounting & Management 15, nr 2 (18.06.2018): 231–50. http://dx.doi.org/10.1108/qram-06-2017-0047.

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Purpose Innovation, the outcome of innovativeness, is a collaborative activity, requiring an integrated approach to the development and management of organisational capabilities (Tushman and Nadler, 1986), and therefore inextricably implicated in the accounting practices of organisations. Extant research however is not conclusive as to the influence of accounting practices on organisational innovativeness with some considering them enabling while others view them as restricting. This study aims to investigate the process of innovation as suggestive of a greater understanding of innovativeness as a dynamic organisational capability and therefore requiring greater consideration of the enabling conditions underpinning this. Design/methodology/approach Using a case study approach, and from the perspectives of three separate functionally specific organisational actors, this paper investigates the role of accounting practices in managing innovativeness within one high-technology organisation. Structuration theory is used as a lens through which the data collected are analysed. Findings Creative tensions (Simons, 2000) at the operational level between innovativeness and performance measurement are managed through the development of creative boundaries (“guide rails”), within which innovative solutions must be developed. Practical implications The findings support the assertion that the use of performance metrics (i.e. accounting practices) can support organisational innovativeness thereby potentially contributing to enhanced organisational performance. Originality/value Accounting metrics are simultaneously enabling and constraining, whereby the tension created from this dual functionality generates ways of empowering organisational capabilities for innovativeness throughout the organisation.

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Ledimo, Ophillia. "Diversity Management: An Organisational Culture Audit To Determine Individual Differences". Journal of Applied Business Research (JABR) 31, nr 5 (28.08.2015): 1733. http://dx.doi.org/10.19030/jabr.v31i5.9388.

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<p class="Default">The purpose of this study was to conduct an organisational culture audit to determine individual differences of employees within the South African army. A quantitative study was conducted with a random sample size n=238. The participants completed the biographical questionnaire and the Organisational Culture Inventory (OCI) which was used to measure organisational culture. Descriptive and inferential statistics were used to identify the existing culture type in this organisation and the statistically significant individual differences of the employees regarding their perception of the organisational culture. The findings of this study are valuable for organisational development practitioners and managers who are responsible to manage diversity in their organisation because it enables organisations to understand the culture of their diverse workforce and to propose relevant measures for improving employee performance using individual differences. These findings also provide opportunity for future research. This study also adds knowledge regarding organisational culture diagnosis and the nature of individual differences, especially within the South African work context.</p>

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Naudé, Marita. "Increasing sustainable organisational development by using e-portfolios". Corporate Ownership and Control 8, nr 1 (2010): 188–96. http://dx.doi.org/10.22495/cocv8i1c1p3.

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Feedback from business students using e-portfolios indicated it stimulated reflection, guided career management and improved technological skills. At first glance, these key benefits seem only applicable to individuals. However, at a closer look it is clear that these key benefits are also applicable to teams and organisations. Reflection is crucial in fast changing environments demanding action, multitasking through many technologies and competing in an increasingly interconnected world. Career management is a known factor to retain employees leading to sustainable organisational development and ongoing competitive advantage. Improved technological skills apply to all sectors in an organisation. Based on this reasoning, an e-portfolio is proposed as one tool beneficial to the business environment and this article provides practical guidelines for implementation.

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Andriani, Made, T. M. A. Ari Samadhi, Joko Siswanto i Kadarsah Suryadi. "Knowledge management strategy: an organisational development approach". Business Process Management Journal 25, nr 7 (14.10.2019): 1474–90. http://dx.doi.org/10.1108/bpmj-07-2018-0191.

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Purpose The purpose of this paper is to formulate a knowledge management strategy model that aligns with the organisational growth stage and the characteristics of the business processes at every growth stage. The difference in characteristics at each growth stage has an impact on the characteristics of business processes, such as decision making and the period of process execution. Design/methodology/approach This research focussed on three fashion companies in Indonesia, and data were collected using a historical case-study method. Data collection was performed through in-depth interviews with the business owners, directors and managers, by direct observation, and through the collection of secondary data from the companies’ documents. Findings Through this research, a knowledge management strategy based on organisational growth stages was produced. It was found that when an organisation is at the entrepreneurial stage, the knowledge management strategy focussed on humans with tacit knowledge as well as explicit knowledge. At the growth stage, a transformation of tacit knowledge into explicit knowledge, especially at the individual level, is required, whereas at the expansion stage, the focus of the knowledge management strategy is on a system usage at the organisation level. Research limitations/implications Research using the case studies method has a limitation in the generalisation of the model. The knowledge management strategy generated in this study is unique to the fashion industry, where if the research were performed in other industries, there is a possibility for different results. Moreover, the characteristics of the business processes that are examined in this study are limited to the period of implementation and level of interaction. Other more detailed dimensions such as task variety and task analysability can be used to obtain more detailed characteristics of business processes. Practical implications Using the knowledge management strategies model formulated at every growth stage, the company owner can specify a knowledge management strategy that suits the organisation’s goal. Also, the results of this research can provide information on the priority for developing a knowledge management system aligned with the company’s growth. Originality/value The knowledge management strategy formulation from the organisational development point of view has not been investigated previously. In fact, the needs of the organisation, along with its growth, will change. Therefore, this research provides a new perspective which is more dynamic and can be integrated into formulating the knowledge management strategy.

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Nassar, Mohamed A., i Michel Zaitouni. "Perceived performance appraisal justice in Egyptian chain hotels". International Journal of Culture, Tourism and Hospitality Research 9, nr 3 (3.08.2015): 329–45. http://dx.doi.org/10.1108/ijcthr-04-2015-0028.

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Purpose – This paper aims to examine the relationships between perceptions of organisational justice, perceived competence of supervisor and perceived supervisory support (PSS) in hotel employees in Egypt. Design/methodology/approach – Employees who worked in chain hotels in two cities completed questionnaires on each dimension. Principal component analysis and hierarchical regression analysis were used to evaluate relationships among the dimensions to test the hypothesis that PSS mediates the relationship between perceived organisational justice and perceived competence of supervisor. Findings – Measures of organisational justice, perceived competence of supervisor and PSS were all positively related to one another. PSS partially mediated the relationship between organisational justice and perceived competence of supervisor. Research limitations/implications – Results indicate that employees who perceive their managers to be supportive and their organisations to be fair and just also believe that their supervisors are more competent. However, these results are only a cross-sectional snapshot, and future studies could examine how employee attitudes change over time and what factors contribute most to establishing perceptions of managerial competence and trust in the organisation. Practical implications – The findings suggest that organisations should develop policies that allow managers to foster supportive and transparent relationships with employees to establish confidence between employee and both manager and organisation. Originality/value – This study is the first of its kind to evaluate the mediating effects of PSS on organisational justice and perceived competence of supervisor in Egypt and in the hospitality industry.

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Perkons, R., i N. Brown. "Intercultural Organisational Development". Systemic Practice and Action Research 23, nr 1 (15.07.2009): 47–71. http://dx.doi.org/10.1007/s11213-009-9141-0.

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Eljiz, Kathy, David Greenfield, John Molineux i Terry Sloan. "How to improve healthcare? Identify, nurture and embed individuals and teams with “deep smarts”". Journal of Health Organization and Management 32, nr 1 (19.03.2018): 135–43. http://dx.doi.org/10.1108/jhom-09-2017-0244.

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Purpose Unlocking and transferring skills and capabilities in individuals to the teams they work within, and across, is the key to positive organisational development and improved patient care. Using the “deep smarts” model, the purpose of this paper is to examine these issues. Design/methodology/approach The “deep smarts” model is described, reviewed and proposed as a way of transferring knowledge and capabilities within healthcare organisations. Findings Effective healthcare delivery is achieved through, and continues to require, integrative care involving numerous, dispersed service providers. In the space of overlapping organisational boundaries, there is a need for “deep smarts” people who act as “boundary spanners”. These are critical integrative, networking roles employing clinical, organisational and people skills across multiple settings. Research limitations/implications Studies evaluating the barriers and enablers to the application of the deep smarts model and 13 knowledge development strategies proposed are required. Such future research will empirically and contemporary ground our understanding of organisational development in modern complex healthcare settings. Practical implications An organisation with “deep smarts” people – in managerial, auxiliary and clinical positions – has a greater capacity for integration and achieving improved patient-centred care. Originality/value In total, 13 developmental strategies, to transfer individual capabilities into organisational capability, are proposed. These strategies are applicable to different contexts and challenges faced by individuals and teams in complex healthcare organisations.

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Siddiqui, Rehana. "Sangeetha Purshothaman. The Empowerment of Women in India— Grassroots Women’s Network and the State. New Delhi: Sage Publications, 1998. Hardbound. Indian Rs 450.00. Paperback. Indian Rs 250.00. 384 pages." Pakistan Development Review 37, nr 2 (1.06.1998): 193–97. http://dx.doi.org/10.30541/v37i2pp.193-197.

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This study discusses the impact of the new organisational structure emerging in India to improve the status of rural women. The objectives of the study are twofold: first, it intends to explore the possibility of small organisations working together to have an impact at the local level; the second issue is the sustainability of such an arrangement. The study concentrates on the experience of the Swayam Shaikshan Prayog (SSP) in the Indian state of Maharashtra. The basic theme of this organisational set-up is that women know best what they want and what solutions work for them. The SSP’s networking process allows for an organisation which can bargain, interface with, and transfer resources from the state to poor women, as well as maintain the flexibility to adapt to statewide policy changes and the local conditions faced by them.

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Laing, Rachael, Sandra C. Thompson, Shandell Elmer i Rohan L. Rasiah. "Fostering Health Literacy Responsiveness in a Remote Primary Health Care Setting: A Pilot Study". International Journal of Environmental Research and Public Health 17, nr 8 (16.04.2020): 2730. http://dx.doi.org/10.3390/ijerph17082730.

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Primary healthcare organisations have an important role in addressing health literacy as this is a barrier to accessing and utilising health care. Until recently, no organisational development tool operationalising health literacy in an Australian context existed. This research evaluated the efficacy of the Organisational Health Literacy Responsiveness (Org-HLR) tool and associated assessment process in a primary healthcare organisation in the Pilbara region of Western Australia. This study utilised a sequential explanatory mixed methods research design incorporating the collection and analysis of data in two phases: (1) Pre- and post-survey data and; (2) seven semi-structured interviews. Survey results showed that participants’ confidence in core health literacy concepts improved from baseline following the intervention. Analysis of the interview data revealed participants’ initial understanding of health literacy was limited, and this impeded organisational responsiveness to health literacy needs. Participants reported the workshop and tool content were relevant to their organisation; they valued involving members from all parts of the organisation and having an external facilitator to ensure the impartiality of the process. External barriers to improving their internal organisational health literacy responsiveness were identified, with participants acknowledging the management style and culture of open communication within the organisation as enablers of change. Participants identified actionable changes to improve their organisational health literacy responsiveness using the process of organisational assessment and change.

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Bieńkowska, Agnieszka. "Controlling Effectiveness Model — empirical research results regarding the influence of controlling on organisational performance". Engineering Management in Production and Services 12, nr 3 (15.10.2020): 28–42. http://dx.doi.org/10.2478/emj-2020-0017.

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AbstractThe article aims to explain how controlling influences an organisation as a whole, considering the job performance of employees and managers. It describes the development and verification of the Controlling Effectiveness Model, which characterises the impact, the place of each variable and the direction of each relationship in the effort to shape organisational performance. The hypothesis was verified with the help of empirical research, which was conducted with 264 organisations operating in Poland. The survey took place in October 2019. The authors of the article used the CAWI method. Efforts had been made to ensure a diversified research sample encompassing various organisational characteristics. The exploratory and confirmatory factor analysis and the sequentially mediated regression model were used to verify the hypothesis. The empirical research allowed confirming a statistically significant indirect impact of the quality of controlling on organisational performance. This relationship depends on the job performance of managers and employees. The analysis of the impact made by controlling on the job performance of employees and managers as we as the organisational performance resulted in a mediation model (the Controlling Effectiveness Model) and confirmed the effect of controlling on organisational performance through the impact on job performance of managers and employees. The article has practical implications. The organisations that decide to implement controlling should focus on the quality of this management support method. It is not enough to simply implement controlling as organisations need to ensure the correct implementation. In this context, it is also relevant to properly shape functional, organisational and instrumental controlling solutions (tailored to the characteristics of the organisation as a whole, as well as to the environmental conditions, under which the organisation operates), which determine the quality of controlling.

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Haider, Abrar, i Sureerat Sae Tang. "Maximising Value Through IT and Business Alignment". International Journal of Technology Diffusion 7, nr 3 (lipiec 2016): 33–58. http://dx.doi.org/10.4018/ijtd.2016070104.

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Contemporary business organisations need to be responsive to internal as well as external changes. Organisational intuitiveness, being fundamental to this responsiveness, requires that these organisations develop and manage their information processing and management infrastructure to enable an integrated and informed environment. Organisations generally have a deterministic approach to technological infrastructure development and do not give requisite attention to soft factors that shape its use. Information technologies, however, are strategic resources that require supportive human action through appropriate set of roles, responsibilities, and decision rights to works effectively, evolve in use, and enable value on continuous basis. This paper presents a case of an information technologies governance in a financial services organisation. It highlights that governance practices need to be institutionalised in the organisation, such that they become an integral part of the organisational, social, and technical environment of the business.

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Ab Samad, Nur Hayati, i Noor Hazlina Ahmad. "Addressing Resource Constraint Issues: Unpacking The Strategies for Sustainability of Nonprofit Organisations". Asia-Pacific Management Accounting Journal 17, nr 1 (30.04.2022): 37–63. http://dx.doi.org/10.24191/apmaj.v17i1-02.

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Nonprofit organisations (NPOs) play a significant role in social service delivery via deliverables of the organisational mission. However, NPOs operate with limited resources, which consequently trigger their unsustainability. The inability of NPOs to address resource constraint issues may adversely impact society because they play an important role in delivering social services and ensuring sustainable development. Hence, through semi-structured interviews, this study addressed how NPOs operating under limited resources ensure organisational sustainability. The findings indicated that NPOs implement entrepreneurial orientation (EO) and cross-sector collaboration to overcome resource constraints. Concurrently, organisational capacities (human resource capacity, board leadership capacity, infrastructure capacity, and planning and development capacity) are vital to ensure the sustainability of NPOs. Stakeholder engagement is predicted as a moderator between EO and NPOs sustainability. Organisational fit is postulated as a moderator between cross-sector collaboration and NPOs sustainability. The findings contribute to the literature on the sustainability of NPOs by proposing a conceptual framework on organisational factors influencing NPO sustainability. Based on the findings, NPOs and regulators can unpack the targeted strategies that enhance NPO sustainability. Keywords: nonprofit organisation, resource constraint, sustainability

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Moochhala, Mustafa, i Tejinder Singh Bhogal. "The Unique Aspects of Organisation Development in the Social Sector". NHRD Network Journal 13, nr 3 (lipiec 2020): 359–69. http://dx.doi.org/10.1177/2631454120953015.

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At its best, the work of the social sector is about changing society—the underlying norms, attitudes and power relations—and at the very least, ameliorating some of the ills present, for example, paucity of access to health or food. It is this desire for change or amelioration that provides the motive force for organisational members. To build this motive force, organisation development (OD) interventions need to work on some or all of the following: building greater ownership of organisational staff through tweaking governance methods and organisational structures, (founder-led or an institutionalised structure); mirroring expected norms within community with those observed in the organisation; having clarity about the vision of the community; working with organisational dilemmas; and having a clear theory of change. The last implies building and understanding the complex nature of society and social change and interventions therein; and as a corollary, a culture of debate and thoughtfulness.

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Young, Suzanne, Sandra Leggat, Pauline Stanton i Tim Bartram. "Organisational development in a rural hospital in Australia". Australian Health Review 39, nr 2 (2015): 127. http://dx.doi.org/10.1071/ah14039.

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Objective This paper analyses an organisational development project that aimed to change the organisational culture and improve people management systems and processes. The questions addressed were: was the change process a success; how was success defined; and what were the barriers to its progress? Methods We examined the process of change over a 3-year period. The organisational development intervention is described and analysed. Qualitative methods, including document review, in-depth interviews and focus groups, participant observation, newsletters and diary entries were used to gather the data. A variant of competing values was used to analyse the data. Results We sought to build trust with all managers and encouraged reflection by conducting feedback sessions, presentations, workshops and one-on-one and group discussions. A cross-site action group was established to encourage organisation-wide participation in the project. However, it was clear that stakeholders had different understandings and perceptions of the problems facing the organisation. The project faltered when a leadership development intervention was organised. Conclusions The existence of at least four different organisational ‘worlds’ and identities, according to different professional groupings with different goals, languages and values, was evident. The relationship between the researcher and subjects was key in terms of whether the researcher is seen as an ‘expert’ or as a ‘facilitator’. In bringing about change, we need to work with the Chief Executive Officer in empowering others. Hence, the researchers need to engage in continual dialogue across boundaries and within groups as well as at individual levels to provide support for organisational change. What is known about the topic? Evidence suggests that change processes often fail, that success in one part of the organisation may not translate into organisation-level performance and that change may fail to deliver expected organisation-wide results. Fluctuating organisational expectations may render managers unable to understand the shifting world and the confusion, anxiety and stress that middle managers experience as part of the change process may impede decision making. What does this paper add? This paper reports on a single case study of an organisational development project in a rural health service in Australia. The contribution of this paper is in demonstrating the different worlds of each of the actors involved. Moreover, it shows that building relationships is key. What are the implications for practitioners? The relationship between the researcher and subjects is key in terms of whether the researcher is seen as an ‘expert’ or as a ‘facilitator’. The researchers need to engage in continual dialogue across boundaries and within groups, as well as at individual levels, to provide support for organisational change. The research also demonstrates the importance of middle managers in facilitating communication between senior management and employees.

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Inkson, Kerr. "Careers and Organisations: A Figure–Ground Problem". Journal of Management & Organization 10, nr 1 (styczeń 2004): 1–13. http://dx.doi.org/10.1017/s1833367200004570.

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ABSTRACTThis paper argues that people's careers have great personal significance for them and energise much organisational activity, but that in the context of organisations and management they often appear irrelevant. Contrasting career metaphors are used to show how careers develop through tensions between organisational and social structure, and individual agency. The findings of a New Zealand research study show how new flexibilities and ambiguities in economic and organisation structures result in people developing careers which, like the Australasian “Big O.E.” institution, are mobile, improvisational, and learning-based. A reflexive model is used to show how careers can create organisations as well as vice versa. The implications of new career theories for workers, managers and management educators are indicated. Greater appreciation of career dynamics results in the subversion of some traditional management ideas and the development of new models of self- and organisational management.

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Inkson, Kerr. "Careers and Organisations: A Figure–Ground Problem". Journal of the Australian and New Zealand Academy of Management 10, nr 1 (styczeń 2004): 1–13. http://dx.doi.org/10.5172/jmo.2004.10.1.1.

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ABSTRACTThis paper argues that people's careers have great personal significance for them and energise much organisational activity, but that in the context of organisations and management they often appear irrelevant. Contrasting career metaphors are used to show how careers develop through tensions between organisational and social structure, and individual agency. The findings of a New Zealand research study show how new flexibilities and ambiguities in economic and organisation structures result in people developing careers which, like the Australasian “Big O.E.” institution, are mobile, improvisational, and learning-based. A reflexive model is used to show how careers can create organisations as well as vice versa. The implications of new career theories for workers, managers and management educators are indicated. Greater appreciation of career dynamics results in the subversion of some traditional management ideas and the development of new models of self- and organisational management.

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